Social coding gives developers a better way to work together and collaborative code service GitHub helps make it possible. Built in 2008 on the ethos of peer coding and bringing people together, GitHub currently has 26 million customers and is doing $110 million in revenue with a valuation of $2 billion.

Founded almost fifteen years ago in 2004, GoToMeeting, now a product of LogMeIn, is one of the big incumbents of the online meeting market. With over eight thousand employees, GoToMeeting does $1 billion in revenue with a market cap of $13 billion.

One of a handful of so-called “insta-unicorns,” Domo—the Utah-based business intelligence startup—quietly raised enough of an investment to net a billion dollar valuation before the tech world had fully taken note of it. But with the company now valued at $2.28 billion, and apparently gunning for an IPO in 2018, investors and rival BI players alike are taking the company very seriously.

Neither Facebook nor Twitter are at their peak in terms of public sentiment. With controversies surrounding both platforms, we decided it was time to analyze their business models to see if subscriptions could help restore some goodwill with the public.

The Gray Lady put up her paywall in 2011. By 2017, subscription revenue topped $1 billion, with the company adding 157,000 new subscribers across digital and print in the fourth quarter. Over 2.6 million people now subscribe to the digital version of the New York Times.

No one prints and signs documents anymore.
In this episode of Pricing Page Teardown, we are bringing you not one, but two pricing pages. We square the incumbent, DocuSign, up against the insurgent, PandaDoc, to show how these two companies in the same space, but at different stages of growth, are thinking about pricing.

If you want to see a company that understands how the subscription model works, look no further than Rent the Runway. The profitable, $100 million revenue e-commerce company already has eight million customers. They understand that great differentiation and brand experience is what acquires customers, keeps customers, and grows customers.

Salesforce is the OG SaaS company. With an 18.1% CRM market share, it dominates the space, way ahead of massive companies like Microsoft, Oracle, and SAP. Its growing revenue, set at $8.39 billion in 2017, has allowed it to hoover up other companies such as Heroku (2010), RelateIQ (2014), Demandware (2016), and Quip (2016).

Netflix has grown every year since Reed Hasting apocryphally blew a gasket at a $40 late charge when returning a copy of Apollo 13 to Blockbuster. In the 20 years since, Netflix has pushed Blockbuster out of business, and pivoted their own business model away from mailing DVDs to streaming. They now reach 117 million subscribers in over 190 countries worldwide. This constant growth has led to a $...

Grandfathering your customers into lower pricing seems friendly enough. After all, what's the harm in a discount to a loyal customer?
It turns out that a serious threat to your business lurks behind that gesture of goodwill.

"Know thy customer" might just be the first commandment of enlightened startups worldwide.
The words have been featured on bumper stickers and t-shirts, motivated thousands of blog posts, and become something of a mantra for founders. Yet, for all of our purported devotion to customer-knowledge, the majority of subscription businesses have little more than a surface-level idea of who their custom...

A/B testing your pricing sounds great in theory.
Just dream up two pricing schemes, test each with half of your website visitors, and voila! All you have to do is pick the set of prices that perform better.

There is one page on your website that rises above all others in importance.
Your sales and marketing teams have fought tooth and nail to win the attention of every visitor. Your development team has worked long into the night to deliver an incredibly compelling product.
Yet, if your pricing page isn't perfectly designed to convert potential customers, all that effort is for naught. Close only ...

How do you decide the price of your product?
Some will say you should go with your gut. Others say that you should go with your gut, then double it. Either way, it seems most pricing advice out there is gastrointestinal-based rather than brain-based.
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The beauty of the subscription world is the compounding nature of the relationships. You acquire a customer, charge them for the value you're providing, and as long as you and the customer agree on that value, they'll keep paying and stick around for a long time.

Choosing the right price point is key to appealing to your target customers, but if you are just reaching out to your local audience you are missing out on one of the greatest parts of the subscription economy — the fact that it's global.

To get people into their product, many SaaS companies turn to discounts to increase acquisition. They think that they can raise prices later, once these customers see the value in the product. But by discounting, you have already hurt that value.

Building a SaaS or subcription business—or any successful business, for that matter—is about optimizing revenue and minimizing costs.That's how you stay in business, and that's how you grow as a business.
Enter direct converters—those customers that go through your marketing funnel without touching the sides. They're not fed through drip campaigns; they don't need any lead nurturing emails....

Every SaaS company is different, but almost every single one makes a mistake that puts the company in jeopardy. You put your blood, sweat, and tears into building something from nothing, but when it comes to understanding your customer, there isn't a data point to be found.

That title seems self-evident. Yet, from the way most SaaS companies act, you would think it was insanity, because the SaaS world sees just one road to growth: net new acquisition. To be successful though, this mindset needs to change.

Raising prices is the ultimate conflict for a SaaS company. On one hand, a price increase leads to more revenue and better unit economics. On the other hand, it can lead to angry current customers and potentially fewer future customers.

At this point I've said this at least a thousand times: pricing is the highest impact lever on your business. Yet, we spend on average eight hours in the entire history of our businesses optimizing this crucial lever.

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